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The purpose of the article is to explore the nature of support given to staff undergoing stressful organizational change and to determine the forms, antecedents, targets, and consequences of this support. Interviews in a wider study of changes in a New Zealand public health care authority produced the surprising finding that although 31 participants were asked about receiving support, 17 volunteered information on giving support to others. Various forms of support were given to different targets for various reasons and produced positive and negative outcomes for those providing support. Given that studies focusing on offering support during organizational change are extremely rare, our article, and the model it contains, makes a contribution to the literature on change, well-being, and support. The implications for practice are that organizations need to be aware of change’s potentially stressful impacts and make an extra effort to provide support without draining the resources of its employees

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